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MANUAL
1. INTRODUCTION..............................................................................................1
2. THE ISSUE STATUS.......................................................................................2
3. THE QUALITY POLICY...................................................................................3
4. OVERVIEW OF J.P. DUNN CONSTRUCTION LTD......................................4
5. THE SCOPE OF REGISTRATION..................................................................5
6. OUR QUALITY OBJECTIVES .......................................................................6
7. MANAGEMENT RESPONSIBILITY................................................................7
8. RESOURCES..................................................................................................8
8.1 Human Resources........................................................................................8
8.2 Infrastructure..............................................................................................10
8.3 Document Control/Control of Records.....................................................11
The purpose of the QM is to provide an overview of J.P. Dunn Construction Ltd, the
activities it carries out and the quality standards of operation it conforms to. It is not
designed to act as a procedures manual, although it does carry information about
where procedures information is located and the detailed information on
Documentation Requirements for essential procedures e.g. document control, control
of records, control of non-conforming product; internal audit and
corrective/preventative action.
When any part of this Quality Manual is amended, a record is made in the Amendment
Log shown below.
The Quality Manual can be fully revised and re-issued at the discretion of the
Management Team.
Please note that this Quality Manual is only valid on day of printing.
The Board of Directors of J.P. Dunn Construction Ltd recognise the importance of
Quality Control in the efficient and profitable organisation of its activities and believes
that high standards of quality are an integral part of an effective organisation providing
its clients and their clients with a quality product.
The Company’s aim will always be to provide a high standard of work in accordance
with the project drawings and documentation on all projects undertaken.
To this end the Company operates its own Quality Plan and Quality Management
System with checklists and maintained records of quality and checks.
The QMS will be operated on all projects regardless of size or complexity and will be
subject to regular reviews by senior management in order to ensure its correct
operation and effectiveness. These reviews will be based on a programme of internal
audits which will seek to constantly improve the documented and operational
procedures.
The Managing Director is the Head of Quality Assurance and is responsible for the
implementation of the Quality Management System.
Regular training of operatives and technical and supervisory staff takes place,
reporting to the Managing Director, to ensure awareness and understanding of quality
and its impact on customer service.
The requirements of the company’s quality system are mandatory and all company
personnel have a responsibility and obligation to it.
J.P. Dunn
Managing Director
11/5/09
It has an established management team most of whom have been with the Company
since its inception.
J.P. Dunn Construction is proactive and professional from tender stage through to
project completion. The Company’s ethos is one of openness and co-operation. As a
result we carry out repeat business with major clients such as Gleeson Building,
Carillion, Wates and John Sisk & Son Ltd. Disputes are avoided. Our surveyors seek
to provided accurate financial forecasts and settle final accounts promptly.
Health and Safety is a company priority and will remain so. The Company is CHAS
approved. It is a reflection of our efforts that the Company has won a number of safety
awards from clients, and has excellent statistics in this respect.
Our workforce is fully trained with 100% having obtained CSCS/CPCS certification.
In 2003 the Company built its own offices in Twickenham. In March 2008 we relocated
to larger premises nearby on Twickenham Green. We have also steadily invested in
our own plant and equipment.
Over the last two years the Company’s turnover has steadily increased. This controlled
expansion of the business will continue with a sharp focus on delivering all projects on
programme, safely and to the quality required by clients.
Exclusions
Clause 7.3 (Design) has been excluded.
Management ensures:-
• That the ongoing activities of J.P. Dunn Construction Ltd. are reviewed regularly
and that any required corrective action is adequately implemented and reviewed to
establish an effective preventative process.
• That internal audits are conducted regularly to review progress and assist in the
improvement of processes & procedures.
Management planning and review meetings are held monthly and are minuted (See
Appendix 2).
Inductions are held upon recruitment and are signed in recognition of completion. (See
Appendix 3)
All employees have the training and skills needed to meet their job requirements.
Training is recorded in the staff training log. (See Appendix 4)
Training subjects include, but are not limited to:
• First Aid
• Directors safety training
• 360 operators
• Dumper operators
• Roller operators
• Slinger/signaller
• Telescopic handler
• Abrasive wheels
• Formwork erection
• Scissor Lift
• Concrete Pump
• Quick Hitch
• CAT
• Tower Erection
The company also owns a number of 360 excavators requiring regular inspection all of
which are logged (See Appendix 6). Additionally weekly inspection reports are
completed for each excavator (See Appendix 7).
The buyer is responsible for maintaining a central file for each machine including all
service records, annual test certificates, and weekly inspection reports.
The surveying equipment requiring servicing and calibration are as logged in Appendix
8. The buyer is responsible for maintaining a central file with up-to-date calibration
certificates for each instrument.
It is the responsibility of the company buyer to ensure that the schedules 5,6 and 8 are
updated. To enable the buyer to do this it is the responsibility of each site manager to
complete a weekly internal plant return (See Appendix 9)
Information is issued subsequent to client orders via drawing issue, site instruction,
confirmation of verbal instruction (CVI) and responses to requests for information
(RFI). All of which this information is logged in chronological order with hard copies
filed both on site and within site QS’s files kept at head office. Where J.P. Dunn
Construction issues CVI’s and RFI’s the pro-formas are used as per Appendix 10.
Our Health & Safety Policy and Risk Assessments are produced by our health and
safety advisor, Eastern Builders Safety Group Limited (See Appendix 11). Risk
assessments are then amended by site management to ensure that they are site
specific and not generic. A central file is kept of all risk assessment briefings signed off
by individual employees using attached pro-forma Appendix 12.
Personnel files are kept in a locked cabinet. For each member of staff these include
contracts of employment, details of any Company benefits, up-to-date risk
assessments for head office staff for use of VDU’s, an up-to-date and completed
health and safety questionnaire and copies of staff reviews. It is the responsibility of
the finance director to ensure that these files are complete.
Our IT is backed up daily and is stored off the premises. This is the responsibility of
the Finance Director.
The process shown overleaf describes our business process and their integrated
quality control measures.
The internal handover once a job has been secured is the responsibility of the
Estimating Director. There is a formal internal review meeting for each secured project
using a set agenda to review all contract, staffing and work requirements. A schedule
of all material requirements for the project forms part of the handover documentation
handed over at this meeting. The meeting is attended by the Estimating Director, the
Contracts Director, the project QS, and the buyer. The QS is responsible for issuing
minutes for this meeting to all attendees, and maintaining a central file of these
minutes.
Weekly site progress meetings are attended by the Contracts Director and the site
manager. Minutes are distributed by the Contracts Director and copies held in a
central job file maintained by the project QS.
Monthly review meetings are attended by the directors of the company following the
agenda set out in appendix 2. Minutes are held in a file held at the head office.
Any notified defects that become apparent during the maintenance period are
recorded in the central complaints log (see section 9.3) on the main server. It is the
responsibility of the Contracts Director to ensure that these are dealt with promptly and
signed off as complete with the Client.
Estimating Department
(Tenders)
Tender review
(Discuss with Managing
Director/ Contracts Director)
Bid submitted
Awarded contract
Internal handover
(Estimator / QS / Production)
Monthly review at
management meetings
1. Quality Control checklists are in place on each site (see appendix 13)
2. Concrete cube testing is undertaken by an independent testing laboratory at a
frequency set out in the project specification. Concrete pour records are
maintained on each site identifying in which structural element each load of
concrete has been used (see appendix 14).
3. Certificates are issued for materials to be incorporated into the works including
concrete, CARE certificates for rod reinforcement, aggregates, tanking
systems, etc
4. All mechanical items such as pumps are tested and commissioned prior to
handover to the Client, and the relevant certificates and guarantees are then
issued.
5. A controlled waste Transfer Note is completed for all waste to be removed from
site (see appendix 15), and a hauliers certificate is issued for all waste carriers
used. All relevant paperwork is provided for all waste according to it’s category
6. A non-conformance directive is issued by the Contract’s Manager where works
are completed out of specification (See Appendix 16). These are logged and
filed centrally and monitored to ensure that each defect has been properly
remedied.
7. The Company is CHAS accredited (See Appendix 17) and reviews the health
and safety policy annually in conjunction with Eastern Builders Safety Group
Ltd. The company is also a member of the CHSG.
8. Separate audits of health and safety on each site are undertaken by Eastern
Builders Safety Group (Using pro-forma as appendix 11), and the Contracts
Directors of the company (using pro-forma as appendix 18). This is in addition
to any audits by the principal contractor. Any actions arising from these audits
are reviewed with site management to ensure all necessary actions are
undertaken to sign off issues raised.
Complaint raised
Accepted
by NO Revise
complaina Proposed Action
nt?
YES
End of complaint
Order acknowledgement
received
All purchase orders are checked by the buyer to ensure that the order states a precise
description of the goods and that all relevant drawings, specification, and inspection
requirements are attached. It is the responsibility of the buyer to ensure that all
attachments are scanned and electronically stored with the purchase order on the
server for easy access during the checking process. It is also the responsibility of the
buyer to ensure that each supplier is aware of, and has agreed to, the standard terms
and conditions of supply which apply.
Sub-contractor orders are the responsibility of the project QS. The QS must ensure
that all orders are checked to ensure that they state a precise description of the work,
all specifications, etc. All information relevant information that is numbered within the
subcontract is filed with the sub-contract in the job file maintained by the project QS.
Receiving person
samples goods for defects
Build Process
The Feedback we receive from our customers helps us to identify any corrective
action(s) that may be required to ensure that our customers are satisfied with the
service levels that they are receiving.
We use the continuous improvement model shown below and incorporate client
feedback and performance review information via internal audit reports (See Appendix
19).
At the conclusion of each project we ask our clients to carry out a post contract review
using the pro-forma in Appendix 20. All responses are logged and the feedback is
discussed at our monthly management meeting to ensure an effective response.
IDENTIFIED
Documentation/personnel to be audited
is specified on the Internal Audit Report
No
Close Audit
Feedback on each audit is reviewed with our ISO9001:2008 accrediting body, the
British Accreditation Bureau, as part of our annual audits.
Audits cover all departments and are carried out monthly using the pro-forma in
Appendix 19. All audits are centrally logged (See Appendix 21).
JONATHAN DUNN
MANAGING DIRECTOR
JOHN MURPHY
Quantity Surveying Estimating CONTRACTS MANAGERS
SAFETY CONSULTANT Accounts
Buying SITE MANAGERS
EASTERN BUILDERS SAFETY GROUP LTD Administration
ENGINEERS
FOREMEN
Operatives/ Specialist
Drivers Sub-contractors